Handbook of Management Accounting Research Volume 3 Edited by CHRISTOPHER S. CHAPMAN Imperial College London, UK ANTHONY G. HOPWOOD University of Oxford, UK MICHAEL D. SHIELDS Michigan State University, USA AMSTERDAM – BOSTON – HEIDELBERG – LONDON – NEW YORK – OXFORD PARIS – SAN DIEGO – SAN FRANCISCO – SINGAPORE – SYDNEY – TOKYO Elsevier The Boulevard, Langford Lane, Kidlington, Oxford OX5 1GB, UK First edition 2009 Copyright © 2009 Elsevier Ltd. All rights reserved No part of
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provides an understanding of the general principles of accounting applied in the health care environment. It includes an overview of sources of revenue for various health care entities. The fundamentals of financial planning, cost concepts, capital budgeting, and management analysis are applied in the health care environment. Issues surrounding the development and management of budgets are also examined. Policies Faculty and students will be held responsible for understanding and adhering to all
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CLASSIFICATION OF COSTS: Manufacturing We first classify costs according to the three elements of cost: a) Materials b) Labour c) Expenses Product and Period Costs: We also classify costs as either 1 Product costs: the costs of manufacturing our products; or 2 Period costs: these are the costs other than product costs that are charged to, debited to, or written off to the income statement each period. The classification of Product Costs:
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Solution to Toy World, Inc. Case 32A Toy World, Inc. Cash Budgeting Copyright ( 1996 by the Dryden Press. All rights reserved. CASE INFORMATION PURPOSE This case analyzes a straightforward cash budgeting problem. It is designed to illustrate the mechanics of a cash budget and the way cash budgets are used. Discussion questions focus on the rationale behind the use of cash budgets as well as on their inherent problems. The case also raises the issues of the target cash balance
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Solution to Toy World, Inc. Case 32A Toy World, Inc. Cash Budgeting Copyright ( 1996 by the Dryden Press. All rights reserved. CASE INFORMATION PURPOSE This case analyzes a straightforward cash budgeting problem. It is designed to illustrate the mechanics of a cash budget and the way cash budgets are used. Discussion questions focus on the rationale behind the use of cash budgets as well as on their inherent problems. The case also raises the issues of the target cash balance
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SALES MANAGEMENT AND MARKETING FORECASTING Cold calling - contacting a lead for the first time Commission – a form of sales force compensation in which the amount paid is in direct proposition to the accomplishment of specific objectives. Company sales forecast - a prediction of unit or dollar sales for the given period in total or broken down by product, segment or other categories’ and based on the marketing strategy that will be put in place A Prospect
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Staff A/PROF. DONGHUI LI Office: ASB 342 Email: donghui@unsw.edu.au Tel: 9385 5873 1.1 Communication with Staff Consultation Hours: Friday 9:00 –11:00 Outside these times, meetings are by prior appointment only. E-mail the staff in question and arrange a mutually convenient time. Teaching staff will only respond to emails with reference to sender’s student name and student number. 2. Information about the course 1. TEACHING TIMES AND LOCATIONS |Day |Time
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Chapter 1 The Government and Not-For-Profit Environment Questions for Review and Discussion 1. The critical distinction between for-profit businesses and not-for-profits including governments is that businesses have profit as their main motive whereas the others have service. A primary purpose of financial reporting is to report on an entity’s accomplishments — how well it achieved its objectives. Accordingly, the financial statements of businesses measure profitability, their key objective
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investment decision has been addressed by a series of authors. According to Gautam, U. S. (2005) The Financial Statement commonlydescribedby means of financial information which is related to the information to financial position of severalfirm in a case form. According to J.AOhison (1999) was defined as a written report that
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participative aspect of the budgeting processing. b. not subject to review by higher levels of management except in specific cases where the input of higher management is required. c. subject to review by higher levels of management in order to prevent such self-imposed budgets from becoming too loose and allowing too much freedom in activities. d. not critical to the success of a budgeting program. 3
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